The government faces bigger cultural challenges in Government 2.0, whose basic principles often fly in the face of government security and control procedures
Reston, VA (Vocus) March 19, 2008
Improving information sharing among government agencies at all levels has proven easy to discuss. Real progress, however, has been slower to come due to challenges in implementation. According to a recent report from the INPUT Executive Program (IEP), contractors looking to support their Federal customers in this area must not only dig deep to uncover the opportunities that are embedded within larger programs but also deal with a host of cultural issues.
Information sharing defies a neat and clean definition. Depending on who is talking, it can mean implementing the Web 2.0 principles of openness and collaboration that have exploded in the commercial sector. Or, it can describe better integration of databases. Regardless, “the technology seems to be the easier part,” stated Richard Colven, vice president of executive programs at INPUT. “The government faces bigger cultural challenges in Government 2.0, whose basic principles often fly in the face of government security and control procedures,” he added.
Mission realities are driving progress, however. For instance, the Information Sharing Environment (ISE) is an initiative driven by the Director of National Intelligence that seeks to improve data sharing among emerging fusion centers at the Federal, State, and Local level.
“The counter-terrorism community is making a big push to improve the information available for better analysis, decision making, and response,” said Deniece Peterson, senior analyst at INPUT. The ISE, which seeks to link the five components that are tasked to face terror threats – Intelligence, Defense, Homeland Security, Foreign Affairs, and Law Enforcement, is only one example of greater technical integration and cultural collaboration. Another is the progress made by the VA and DoD in the handling of records of military personnel, which is also highlighted in the report. “These programs have significant impacts on the technology and mission environments,” added Peterson. “The key for contractors is to address them not as separate technical projects but as integrated elements of mission systems, which means addressing policy, process, and cultural issues as well.”
IEP’s report, Pervasive Yet Evasive: The State of Information Sharing in the Federal Government, is available to INPUT Executive Program members. For more information on becoming an IEP member, visit http://iep.input.com or call 703-707-3500.
About the INPUT Executive Program
The INPUT Executive Program™ (IEP) is the only business development peer group in the industry delivering powerful results through deep market knowledge, broad research capabilities, and intellectual capital based on more than 25 years of government expertise. For more information about IEP, visit http://iep.input.com or call 703-707-3500.
INPUT is the authority on government business. Established in 1974, INPUT helps companies develop federal, state, and local government business and helps public sector organizations achieve their objectives. Over 1,300 member organizations, including small specialized companies, new entrants to the public sector, and the largest government contractors and agencies, rely on INPUT for the latest and most comprehensive procurement and market information, consulting, powerful sales management tools, and educational & networking events. For more information about INPUT, visit http://www.input.com or call 703-707-3500.
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